Tougher Mudder Event - Workforce Communication, Recruitment and Selection, Motivation, and Retention - Research Paper Example

Assessment Two: Sport Event Management Student’s Name: Instructor’s Name: Course: Date: Table of Contents 1.0.Section A: Problem Definition 3 1.1.Description of the Tougher Mudder Event 3 1.2.Description of the Industry Problem 3 2.0.Section 2: Literature Review 4 2.1.Introduction 4 2.2.The Three Options for Solving the Problem (Management of Event Workforce) 7 2.2.1.Communication in the Event Management 7 2.2.2.Structured Recruitment and Selection Process 8 2.2.3.Workforce Motivation and Retention 8 3.0.Section 3: Data Collection and Findings 9 3.1.The Two Options to be Discussed Briefly 9 4.0.Section 4: In-depth Action Plan of One Solution (Workforce Motivation and Retention) 11 4.1.Management of Employee Turnover 11 4.2.Rightsizing and Outsourcing 11 4.3.Training Event Specific Tasks 12 1.0. Section A: Problem Definition 1.1. Description of the Tougher Mudder Event The event is named 2017 Atlanta Mud Run & Obstacle Race set to be run on 2,500 acres coverage stretching to the diverse landscape as well as the thickest part of Georgia mud. The event dubbed Tough Mudder Atlanta remains to be the ultimate blank canvas. Event Venue and Location: Atlanta Georgia Name and Location of the Organisation Managing the Event: Tough Mudder Atlanta located in Atlanta Georgia Date of the Event: April 29 & 30, 2017 Key Stakeholders: Merrell Sponsors: Old Spice, Microsoft Band, Merrell, Toyo Tires, U.S Army and Shock Top 1.2. Description of the Industry Problem Management of event workforce remains as a challenge for event planners. According to Emery (2010) management of event workforce is the planning, recruiting and allocation of duties and function of events to the workforce. Micro factors that have been found to be contributing to the problem of event management of workforce are rate of turnover of workforce in during the event. In some cases, the events register fewer workforces than it anticipated in the management of the event. Another factor is the rate of remuneration in the event which has been found to be discouraging workforce. On the other hand, micro factors include economic factors such as employment of the required personnel in the management of the event. Client Needs One of the specific needs of the client in events such as 2017 Atlanta Mud Run & Obstacle Race is ease of ticketing, accommodation, parking, and safety. These are specific client needs during the 2017 Atlanta Mud Run & Obstacle Race since. The justification for these need are as follows: They provide management of the event with the opportunity to investigate principles of corporate governance and changes needed so that they offer the best services to clients Establishment of measures that could help the situation during the event Determination of areas of internal control that could assist in the introduction of the needed change in workforce management 2.0. Section 2: Literature Review 2.1. Introduction The argument on the management of the event workforce remains multifaceted especially among scholars who have attempted to assess the problem from the perspectives of challenges that have faced major events in the last one or two decades. The just concluded Rio de Janeiro Olympics in Brazil are already attracting interests from scholars such as Parent and Smith-Swan (2013) who have argued that there is need to improve service deliveries. However, the scope of managing events work force is stretching beyond the arguments postulated by Cuskelly et al. (2004). This problem needs to be evaluated from the perspective of retention of best event workforce so that there is continuity of services that eventually results in the success. Based on the multiplicity of the argument regarding this problem, the aim of this review is to critically offer theoretical frameworks, hypotheses and case study analyses that other studies have evaluated in an attempt to provide solutions to the problem of this study (management of the event workforce). Based on the challenges that were witnessed in events such as South Africa World Cup of 2010, Major League Baseball’s (MLB) in United States, Winter Olympics in Sochi, Russia, pedagogical model for managing event workforce is centered towards providing theoretical model that helps in organising and planning events through the identified pool of skilled and unskilled workers (Hanlon and Cuskelly 2002). According to Cuskelly et al. (2004) managing workforce entails a situation where event organisers adopt a theoretical foundation of coordinating and executing a special program in liaison with specific qualification of different workforce. Taking case studies from Winter Olympics in Sochi, Russia one of the main challenges that was noticed with the workforce was archetypal event-management pedagogical model that could ensure that workforce coordinate activities specific to their areas of qualification. Recent studies have considered this problem as duplication of duties (Mallen and Adams 2008). Pedagogical models have had different understanding depending on the type of events researches have been based on. Managing event workforce in football related events means having a pedagogy that ensures there is collective of individual effort to enhance an understanding of the obligations that further provides a framework of attaining event’s objectives. However, studies that have based their case on events such as paralympics differ significantly with Getz and Page (2016) in the sense that pedagogy for managing event workforce should be provision of interrelated policies with philosophical and ideological processes that remunerate workforce and ensure the workforce operate in an environment favourable for their operation. These schools of thoughts provide premise for understanding how event management can ensure maximum productivity. However, there is one area of management of event workforce that these scholars fail to capture. That is, management of event workforce should be streamlined to focus on the attaining event values, commitments of the workforce and management of driven activity. To solve problems that these scholars present in their case studies, development of a pedagogy would mean having a structure in event management of workforce that provide a framework for hiring the right workforce for a given event, obtaining the right number of workforce for the event, models of training and development of competence, structure for remuneration and compensation, maintaining and motivation of the employees. From the one hand, the significance or the value of ascertaining management of event workforce has been captured in a number of studies. On the other hand, studies now contend that development of human resource is critical in the management of event workforce. Contemporary studies such as Aisbett and Hoye (2015) agree that event management of event workforce needs critical approach in recruitment and selection of staff and volunteers (Taks et al. 2014). However, Aisbett and Hoye (2015) differ with Taks et al. (2014) in the sense that incorporation of human resource management models in management of event workforce should stretch beyond merely recruiting and selecting instead, it should focus on long term strategies such as development of retention models, compensations, contribution of every event workforce and target that every workforce should offer towards the success of the event. From the standpoint of these studies, model for human resource development means having a structure for planning events, recruitment and selection of the workforce, appraisal and development of the workforce so that their experiences and inputs can be utilized in future events. One challenge that Taks et al. (2014) have documented to have affected poor management of event workforce is planning and budgeting. According to their study, management of event workforce means having a pool of workforce on budgeting. This view is consistent with event management theories such as situational leadership theory which provides guidelines for managers so that they can be able to focus efforts as well as consolidating specific expertise around the process of change management in events (Grabher and Thiel 2015). Relating this theory to the concept of budgeting as recipe of management of event workforce, there is need to apply this theory to ensure that the event have the right workforce that build a budget that represents an action plan of every event. Hodgetts and Duncan (2015) add that event managers have the responsibility of ensuring that workforce is tailored towards developing the most essential tool to use in financial decision making processes within the event management business. Conclusively, this literature search has focussed on ways of providing a framework for solving the problem of management of event workforce. It has been established that one are that has attracted attention of researchers who have investigated the need for high-profile workforce in event management is the adoption of workforce structure that manage risks. The approach Schenk et al. (2015) take in presenting his argument is management theories and large-scale sporting events. The research integrate theories such as situational theories, brand management theory and cognitive theories to show that risk management in event management has moved from relying on a few workforce or what he terms a ‘one size fit it all’ or one dimensional approach to an approach where there is need to integrate different qualified workforce to offer dynamism in risk management. Differently, Hodgetts and Duncan (2015) show that situational leadership theory provides event management with an approach of ensuring dynamism in the recruitment of workforce so that the process cannot only attain risk management but evaluate change management from the position of methodologies and event demands. What these studies agree on with regard to workforce management in events and risk management is that workforce management requires introduction of effective event management culture that are geared towards meeting goals of the event and the workforce. These researches therefore provides framework for management of event workforce and related risks as it underlines task structure and power positioning which are essential for event success. 2.2. The Three Options for Solving the Problem (Management of Event Workforce) Literatures that have been reviewed above have recognized that approaches for workforce management in events have become multifaceted and as the event management continue to grapple with the problem of workforce management, these studies recognize that there is need to provide solutions to this problem and such solutions should consider aspects such as success of events, structures and demands of the events, fans or participants satisfaction and organisers goals and objectives for planning the events. Additionally, these studies have also recognized that operational structures of events determine the extent to which workforce will be recruited and managed effectively. However, the extent to which successful management of workforce will be attained is sometime dependent on the social, economic, legislative and political environment under which some events are planned and operated. This report suggests three carefully chosen options that solved the problem of management of event workforce. These options have been chosen so as to justify the need of restructuring measures that event organisers have been requiring so as to attain the well-defined behaviors and values from workforce that ultimately contribute to the success of an event. These options are: Communication in the Event Management Structured Recruitment and Selection Process Workforce Motivation and Retention 2.2.1. Communication in the Event Management One basic approach of managing event workforce is to create a channel of communication so that it moves from being a one dimensional approach to a way that event management have a communication among workforce that stretches beyond methodologies, theories and event demands. The need to introduce communication in the event management for workforce is to ensure that event management is having series of restructuring measures that bring a well-defined values and behaviours that contribute to the success of event planning. In summary, the option has been picked to help event planning and management to create a working culture from the time event starts to the time it ends. 2.2.2. Structured Recruitment and Selection Process One solution to the challenge of managing event workforce is the way workers are recruited and selected. Structured recruitment and selection process means taking affirmative action where the panels take different steps to identify the right workforce with diversity so that the person identified is able to align expected skills with the need of event management so that event goals, evaluation and planning can be executed effectively and efficiently. The recruitment and selection process will entail picking the right candidate for budgeting, planning, transportation, accommodation among others. The justification of this option is that it allows management team to review the role of the workforce and make a decision that suits the gap in management of events. 2.2.3. Workforce Motivation and Retention One problem with events and working as event organizer that researchers have identified in the literature review is the hard work and grueling tasks that demotivate the workforce. It therefore means that solving the problem of event management of workforce is to introduce workforce motivation and retention. The approach of motivating and retention that will be applied in the management of event workforce is to provide favourable conditions and environment for the workers. This will entail providing them with job security, rewards and incentives and growth opportunities so that they can be retained for future even planning. The justification of this option is to help in the retention of the workforce so that the process of event management can lead to positive results, solving the problems of low turnover, reduction of stress and reduction of attrition which have become a major problem in today’s event management in workforce. 3.0. Section 3: Data Collection and Findings 3.1. The Two Options to be Discussed Briefly Based on the options discussed above and the findings that the literature review has provided, the two options that forms the part of data collection and findings are distinct to the problem identified. As the problem is core to the process of event planning and management, this report has narrowed down to two distinct options that provide the needed solution within the framework of the current needs in event planning management. These options are as follows: Structured Recruitment and Selection Process Workforce Motivation and Retention Considering researches that have been considered, especially conclusion made by studies such Hodgetts and Duncan (2015) on success of event planning and workforce retention, the first option (structured recruitment and selection process) will help in the success of management of event workforce in the sense that it will provide a framework for meeting event related challenges such as cleaning, catering, accommodation and transport so that the process of recruitment and selection only employ individual event-related knowledge and customer service skills that event management requires (Knott et al. 2015). Studies such as Hodgetts and Duncan (2015) has recognized that structured recruitment and selection process helps in solving the problem of event management of workforce in the sense that it supports employee retention training processes and worker satisfaction; attributes that are essential in retaining employees and remaining competitive. Secondly, workforce motivation and retention is the process where the solution of the problem will be found by ensuring there are structures that motivate and retain best talents in the event planning and management (Hodgetts and Duncan 2015).). From the one hand, this report understands workforce motivation and retention to be steps the event management will undertake to reward workforce provision of better working environment and remuneration structures. On the other hand, motivation and retention means incorporating work related structures that ensure that workforce allow focusing efforts as well as consolidation of a given expertise around event success and not function. This approach will not only provide the solution to the problem of workforce but engages a set of skills and experiences needed in event management. This option further ensures that the process of event management address the constantly changing events management processes in a more flexible as well as responsible way. This option helps event management to design model that concentrates decision-making authority in a “product cell” thus enabling faster response. Advantages of Structured Recruitment and Selection Process Helps in conducting analysis of specific needs of the workforce and their approach in making events successful Review the role and decide the best candidate needed to undertake a given tasks Helps in articulations of responsibilities that are essential in event planning Disadvantages of Structured Recruitment and Selection Process It may affect the ability and completion of other tasks in the process of event management The cost of undertaking recruitment process may not augur well especially when the event management processes have volunteers who are not fully remunerated Advantages of Workforce Motivation and Retention Improves retention as the process of event management has been experiencing highest number of turnover especially with newly hired employees Motivated employees will help in the identification of work flow, tasks, accountability and efficiency thus enabling the process of event planning to operate within the set goals Disadvantage of Workforce Motivation and Retention Essential tasks in the process of event planning may not be inter-related since workers will only be motivated to work on a certain line or area of event planning. This challenge in turn, affects the process through which workers can accomplish some tasks in the event planning. 4.0. Section 4: In-depth Action Plan of One Solution (Workforce Motivation and Retention) The problem of management of workforce in events need succinct action plan. This section critically provides action plan for one of the solutions/options that have been provided (Workforce Motivation and Retention). 4.1. Management of Employee Turnover One the action for ensuring there is workforce motivation and retention is management of employee turnover. According to Lockstone-Binney et al. (2015), event management will need to implement strategies that retain workforce. If these strategies are adopted they prevent employee turnover thus attracting quality employees into the management. Some of the retention of programs that will be adopted in such cases will include competitive pay, employee assistance, and employee recognition programmes. These options will therefore ensure that workforce satisfaction remains the consideration of the event management. Event management specialist need to solve the problem of workforce management by utilizing the programme of feedback from employees so that they can improve workforce relations thus reducing the rate of turnover that has been a problem among events management and specifically, motivation and retention. As Peachey et al. (2015) explained, management of employee turnover provides an action plan for solving the problem of motivation and retention or management of event workforce because it is a strategy geared towards retaining good workers thus reducing costs, specifically, indirect costs like lost clients and decreased productivities that have been associated with events such as World Cups. 4.2. Rightsizing and Outsourcing An action plan that strategists have adopted to deal with the problem of workforce management in the events is rightsizing and outsourcing. Due to challenges that have been inherent in workforce motivation and retention, this action plan will be essential in dealing with competitive nature of environment of event management and demands of workforce. This action plan will improve the health and psychological conditions of workforce. When rightsizing and outsourcing is correctly undertaken the problem of workforce management in events shall have been resolved in the sense that it will generate loyalty and commitments to work. Cross-sectional studies that were conducted by Hodgetts and Duncan (2015) to ascertain how rightsizing and outsourcing could solve the problem of worker motivation and retention and by extension, workforce management found that the action plan provide workers with a sense of loyalty, security, and stable employment. With regard to the current demands in event management, workforce rightsizing and outsourcing is defined in this report as a situation where event management will only have the right size of workforce and the gap will be filled by outsourcing right group of workforce. As a result of having the right size of workforce, the management team will be able to provide fringe benefits, correct pay, and efficient supervision, strategies for promotions, right working hours and co-worker support. 4.3. Training Event Specific Tasks The action plan for ensuring there is motivation and retention of workforce will be training them on event specific tasks. Training remains to be an essential tool that helps in the retention of skilled and competent employees thus ultimately helping in the process of developing succession plan from one event workforce to another. This action plan expands knowledge base of event workforce thus leading to better conceptualization and understanding of the job. As far as the event identified is concerned, training event specific tasks will help in the retention of the identified workforce in the sense that it will create continuous learning environment which prepares event management and organization to deal with any forthcoming situation before the event day. Training event specific tasks is an action plan that will further ensure that the event management processes will benefit from the economies of scale as well as attaining stronger relationship with planning stakeholders and partners thus placing the process of event planning in better bargaining place with different sponsors and partners. Studies such as have noted that such training help management of event workforce attain leverage of costs that would have otherwise be used in hiring more workforce. From the perspective of current demands in workforce management, studies have recognized that motivation and retention are very significant strategies in creating harmonious event management workforce. The action plans suggested above are succinct providing solutions to the problem identified in a multifaceted ways. First, success in event management should be a brand name associated with a given event management company. As a result these action plans serve as a competitive edge in an increasingly competitive market. In relation to these action plans, they create competitive advantage leverage threats of event management. The management team will use the workforce to attain the competitiveness. References Aisbett, L., & Hoye, R. (2015). Human resource management practices to support sport event volunteers. Asia Pacific Journal of Human Resources, 53(3), 351-369. Cuskelly, G., Auld, C., Harrington, M., & Coleman, D. (2004). 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